Neuro-nonsense abounds in what people are saying about the brain in conflict and how to harness the brain for dispute resolution. I understand the quest for easy answers and simple steps, but the brain is too complex to be reduced to cookbook clarity.

Managing Change
There is no management activity more misunderstood, abused and ignored than
the act of implementing Change. Some have even suggested that the phrase
“Change Management” is an oxymoron. The articles listed below have a single
purpose, to transform the act of Managing Change from something we dread, to
something we approach with skill, insight, wisdom and an increased chance of
success.http://www.technobility.com/docs/menu-managing-change.htm

Six Sigma For Dummies is intended to help readers understand Six Sigma and
how they can use it to improve their performance, this no-nonsense guide
explains: What Six Sigma is all about and how it works; The benefits of Six
Sigma in organizations and businesses; The powerful “DMAIC” problem-solving
roadmap; Yellow, Green and Black — how the Six Sigma “belt” system works;
How to select and utilize the right tools and technologies; Speaking the
language of Six Sigma; Knowing the roles and responsibilities; and
Mastering the statistics skills and analytical methods.http://www.wiley.com/WileyCDA/WileyTitle/productCd-0764567985.html

The essence of leadership today is to make sure that the organization knows
itself
Mort Meyerson, Chairman and CEO, Perot Systems (from his article):
Everything I Thought I Knew about Leadership Is Wrong

Jossey-Bass/Pfeiffer – Training Solutions for today’s HRD Professional
Pfeiffer serves the professional development and hands-on resource needs of
training and human resource practitioners and gives them products to do
their jobs better. We deliver proven ideas and solutions from experts in HR
development and HR management, and we offer effective and customizable tools
to improve workplace performance. From novice to seasoned professional,
Pfeiffer is the source you can trust to make yourself and your organization
more successful.http://www.pfeiffer.com/WileyCDA/

Building a Risk Intelligent Company
Growing integration of corporate governance, risk management and compliance
(GRC) is pulling the finance function’s attention away from the past and
turning it to the future. Instead of waiting until disaster strikes and then
asking, “Why did that happen?” leading finance departments are facilitating
collaboration with other corporate functions to ask, “What if it happens?”
Together they’re identifying companywide risks and potential governance and
compliance shortcomings and evaluating ways to address and manage them.
According to Business Finance contributing editor Eric Krell, companies that
ask the right questions — “What are the risks? What will it cost to
mitigate them? And how can the organization ensure adherence to our
risk-management strategy at the operational level?” — can create
assessments that strengthen GRC decision-making.http://www.bfmag.com/magazine/ archives/article.html?articleID=14695

Innovation Network
(In my view – “The” web site regarding Innovation – i.e. think “smart”).
Innovation Network focuses on helping organizations develop a core
competency of innovation. From their beginning in 1993, they have tried to
help people understand the complex scope of innovation and that innovation
is a discipline, not just a word or passing fad. Innovation is about
creating the future and requires the hearts, minds and energy of people
working together to create something of value.http://www.thinksmart.com/index.html

Failure Modes and Effects Analysis (FMEA)
“Failure Modes and Effects Analysis (FMEA) is methodology for analyzing
potential reliability problems early in the development cycle where it is
easier to take actions to overcome these issues, thereby enhancing
reliability through design. FMEA is used to identify potential failure
modes, determine their effect on the operation of the product, and identify
actions to mitigate the failures. A crucial step is anticipating what might
go wrong with a product. While anticipating every failure mode is not
possible, the development team should formulate as extensive a list of
potential failure modes as possible.”http://www.npd-solutions.com/fmea.html

Six Steps with Review Points for Learning to Think Lean
Organizations can profit from learning to think in terms of Lean, a
philosophy that aims to eliminate waste mainly by shortening the time
between the customer order and shipment.
Lean thinking can be outlined in the following six steps, and confirmed with
review:

1. Value
2. Value Stream
3. Flow
4. Pull
5. Perfection
6. Replication

Lean thinking can best start by giving due consideration to value, which
ultimately is the customer’s requirement. The value of any product (goods or
services) is defined by customer needs and not by any non-value-added
activity at the supplier or producer end.http://www.isixsigma.com/library/content/c060821a.asp